Your HR business partner for leadership, development and change processes

The situation

In a family business, the children have taken over as managing partners. Until now, day-to-day problems landed unfiltered on the management's desk.

Why it mattered to the client

The new generation needs room to develop the company strategically. If every decision crosses their desk, management becomes a bottleneck and the company loses momentum. Managers who take ownership are the prerequisite for a successful generational change.

The assignment

The partners' key question: “How do we get our managers to come to us with proposed solutions rather than problems?”

The situation

An employee survey reveals high dissatisfaction with leadership at shift supervisor level – particularly regarding social skills.

Why it mattered to the client

Shift supervisors lead the people who produce every day. Where leadership fails there, motivation, collaboration and quality suffer – and good employees leave. Site and HR management therefore wanted a sustainable development concept rather than a one-off training.

The situation

A mid-sized company was already holding annual appraisals – but the quality of implementation fell short of the original objectives.

Why it mattered to the client

Well-conducted annual appraisals are one of the most effective leadership tools: agreeing goals, assessing performance, planning development. Treated as a tiresome obligation, a company gives away exactly this lever.

The assignment

Analyse the existing process and redesign it together with the managers – so that they themselves stand behind its purpose and value for the organisation, for themselves and for their teams.

The situation

Two production sites of an international group want to realign how people work together and strategically prepare young talent for a possible leadership role.

Why it mattered to the client

Leadership talent from within secures succession and binds talent to the company instead of losing it to competitors. An open communication culture is the foundation for this.

The assignment

A development programme in which participants and their supervisors explore the leadership role and further develop their social skills.

The situation

Outsourcing a product line leads to staff being reassigned. Several teams are being put together anew.

Why it mattered to the client

After a restructuring, what matters is that teams quickly work efficiently and effectively again. Otherwise, unclear roles and uncertainty cost performance for months.

The assignment

Team analyses for the areas concerned, guided by the question “What can I do on my own initiative as a team member to develop the new team?” – plus concrete recommendations for the managers.

The situation

The head of sales (authorised signatory) of a mid-sized company carries most of the responsibility alone.

Why it mattered to the client

He wants to relieve himself and optimise internal sales processes. A team leader structure distributes responsibility, speeds up decisions and makes sales less dependent on a single person.

The assignment

Full support throughout the structural change: selecting suitable team leaders and initial training to strengthen the newly created role.

The situation

Within a short time, a mechanical engineering company made several staffing decisions that turned out to be disappointing.

Why it mattered to the client

Wrong hires are expensive: onboarding, lost productivity, a new search and unrest in the team. The goal was therefore a way to systematically safeguard staffing decisions.

The assignment

A tool that analyses the fit between candidates and position and supports decision-makers in the selection process – and that can also be used in personnel and team development and in conflicts.